Measuring emergence in the dynamics of new venture creation

Benyamin B. Lichtenstein, Kevin J. Dooley, G. T. Lumpkin

Research output: Contribution to journalArticlepeer-review

200 Scopus citations


Modeling the dynamics of nascent entrepreneurship provides insight into how organizations are created. In order to study this complex phenomenon we develop a longitudinal case study and analyze it with respect to three modes of organizing: vision, strategic organizing, and tactical organizing. Multiple sources of data are used to identify changes within and across these three modes. Using longitudinal content analysis and other complexity science methods, we found a nearly simultaneous shift in all three modes, indicating a punctuation event. We define this punctuation as an "emergence event," and provide a process model of organizational emergence showing that a shift in tactical organizing generated a shift in strategic organizing, which resulted in a shift in the vision (identity) of the firm. We conclude with some theoretical implications of our analysis.

Original languageEnglish (US)
Pages (from-to)153-175
Number of pages23
JournalJournal of Business Venturing
Issue number2
StatePublished - Mar 2006


  • Case study
  • Dynamics
  • Emergence
  • Longitudinal methods
  • Nascent entrepreneur
  • New venture creation
  • Time series
  • Trigger

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation


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